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CONFLICT RESOLUTION for the lead worker

CONFLICT RESOLUTION for the lead worker. Paris Boehm Doug D. Whittle Whittle Consulting Group, LLC. Today’s objectives:. Review types & sources of workplace conflict. Apply conflict resolution models & approaches through practice. Examine different ways to address & resolve

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CONFLICT RESOLUTION for the lead worker

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  1. CONFLICT RESOLUTION for the lead worker Paris Boehm Doug D. Whittle Whittle Consulting Group, LLC

  2. Today’s objectives: Review types & sources of workplace conflict Apply conflict resolution models & approaches through practice Examine different ways to address & resolve conflict Conflict Resolution

  3. At the end of the day… To better know & understand yourself and others in order to improve your your skills in managing & resolving conflict

  4. T ruths • There is no silver bullet • One size does not fit all • Managing your behaviors and reactions…both a skill and an art • Practice makes perfect

  5. You must agree… • You can not control others • You can control yourself • You accept responsibility for your actions, reactions, decisions, and emotions • You share responsibility for the success of your team

  6. Power? Authority?

  7. When you think you are powerful, you are. When others think you are powerful, you are.

  8. POWERFUL 8. Lead & Make It Happen 7. Find Solutions 6. “Own It” 5. Acknowledge Reality 4. Wait & Hope 3. “I can’t” - Excuses 2. Blame Others 1. Unaware / Unconscious powerless

  9. ? Do you take risks

  10. If you do or if you don’t… either way, it’s risky business What’s the risk of acting? • What do you risk if you address the conflict? What’s the risk of NOT acting? • What do you risk if you DON’T address the conflict?

  11. If you always dowhat you’ve always done,you will always getwhat you’ve always got.

  12. Aim Fire Fire Aim Ready Ready

  13. When conflict gets out of hand…

  14. Speak when you are angry… and you will make the best speech you will ever regret. Ambrose Bierce

  15. Models & Tools

  16. YES Desired State Current State No

  17. YES Desired State Desired State Current State No

  18. ORGANIZATIONAL CULTURE (High) GROUP BEHAVIOR INDIVIDUAL BEHAVIORS Difficulty INDIVIDUAL ATTITUDES KNOWLEDGE (Low) Time involved (Short) (Long)

  19. Benefitsof managing conflict • Better motivated staff • Staff energies directed toward work, not emotions • More positive image of organization, team • Improved teamwork • Better personal development of individuals 2

  20. Benefitsof managing conflict • More, better ideas • Increased creativity & innovation • Increased self-respect • Increased synergy 2

  21. Drawbacksof ignoring conflict • Lower morale • Climate of mistrust, suspicion, hostility created • Escalation & spread of conflict to others • Dissipation of staff energy • Misdirection of staff energy • Reduced productivity • Misperception that inaction is the easiest option—the problem will ultimately be harder to solve 2

  22. 5 ways to deal with conflict Collaboration Compromise Avoidance Competition Accommodation 2

  23. Avoidance • Withdraw • Deny 2

  24. Accommodation 2 • Minimizes, • suppresses • differences • Maintains surface harmony • Can result in feelings of • powerlessness, frustration

  25. Competition • Focuses on defeating • other side 2

  26. Compromise • Each party • gives up something • Trade-offs • Multiple options, solutions • Use to build consensus 2

  27. Collaboration • Experience, • expertise, perceptions of both • parties recognized & valued • Alternatives discussed openly • Decisions made in broader • context: What’s best for • team, department, company 2

  28. Conflict Management Process 1. Recognize that a conflict exists 2. Monitor the climate 3. Examine, summarize the situation 4. Plan your approach 5. Address the issue 6. Involve & engage the stakeholders 7. Identify a forward path 8. Appraise, don’t dwell 3

  29. 1. Recognize that a conflict exists Conflict Management process • Overt vs. covert • Visible vs. hidden • Obvious vs. subtle 3

  30. Trip my TRIGGER 3

  31. 2. Monitor the climate Conflict management process • Keep eyes open • Don’t ignore • Early warning system 3

  32. To monitor conflict… • Know yourself • Know others • Adapt and Connect • Do unto others as THEY would be done unto

  33. questioning deliberate precise formal caring patient sharing encouraging dynamic sociable persuasive enthusiastic strong-willed competitive demanding determined Who are YOU?

  34. questioning deliberate precise formal caring patient sharing encouraging dynamic sociable persuasive enthusiastic strong-willed competitive demanding determined Who is HE/SHE?

  35. 3. Examine, summarize the situation Conflict management process • WHAT is the actual issue? • WHAT is the root cause? • WHAT are potential and actual impacts? • Avoid snap judgments. • Be empathetic 3

  36. CONFLICT = STRESS

  37. questioning deliberate cautious precise formal strong-willed competitive demanding determined purposeful Demonstrated Behaviors caring patient sharing relaxed encouraging sociable dynamic persuasive enthusiastic demonstrative

  38. suspicious indecisive reserved stuffy cold overbearing aggressive controlling intolerant driving …on a bad day bland docile reliant stubborn plodding hasty frantic excitable indiscreet flamboyant

  39. Stress Cause poor quality, time wasted, lack of structure First Response impatient aggressive irritable demanding • Flipped Out • withdrawn • helpless • offended • misunderstood time out, fast action, place in control Stress Remedy

  40. Stress Cause rejection, restricted flexibility, no fun First Response hasty scream indiscretion throw things • Flipped Out • ice cold • mission to kill • no emotion • detached save face, outside the box, distraction Stress Remedy

  41. Stress Cause value violation, interruptions, unfair treatment First Response self doubt hurt feelings rumination stubborn • Flipped Out • very critical • vicious • destructive • nasty sincerity, personal contact, trust restoration Stress Remedy

  42. Stress Cause lack of focus, indecisiveness, out of control First Response withdraw split hairs hesitate go quietly • Flipped Out • lose control • cry • get loud • get emotional information, build a path forward, analysis Stress Remedy

  43. 4. Plan your approach Conflict management process • Build climate of open exchange • Avoid taking sides • Identify preferred outcome(s) • Build your BATNA • Build your strategy 3

  44. Diplomacy is the art of letting someone else have your way. Daniele Vare, Italian diplomat

  45. 4 Best Alternative To a Negotiated Agreement

  46. BATNA Content With Live With Aspire To

  47. 5. Address the issue Conflict management process • Maintain control • Consider a time out • Take time to consider all points • of view • Listen & hear 4

  48. critical elements of communications Talking Points Timing Channels

  49. 2-3 Talking Points

  50. Setting Level of formality Preparation Process time Decision & commitment Timing

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